Kellogg brings bold ideas to the table, and we gather the people who can affect change. The world knows us for combining the power of analytics and people. This is what we teach. This is how we equip leaders to think bravely.

Whichever program you choose, you will enjoy an unparalleled education, taught by our exceptional faculty and grounded in the unique Kellogg culture. Regardless of the path, your destination remains the same: a world-class management education.

Kellogg offers courses, such as Advanced Management Programs, to help professionals improve leadership, strategic and tactical skills and develop cross-functional understanding of organizations. Learn to overcome new challenges in a dynamic environment, to scale and work effectively on a global platform, and to build a common leadership culture.

Kellogg prepares you to meet the challenges of the global economy with an expansive, fully informed view of the world along multiple dimensions: through our curriculum, the diversity of our faculty and student body, and through our global presence. Prepare here to succeed anywhere.

The global economy is changing rapidly. Innovations and new methods of collaboration are expanding every day. These changes require leaders to think in new ways and understand the real-world application. Kellogg is at the forefront.

From day one, Kellogg students become part of a global network of 55,000 entrepreneurs, innovators and experts across every conceivable industry and endeavor. Our alumni exemplify excellence in management. They represent the advantage of the Kellogg experience.

Donald Jacobs has been a member of the Kellogg School faculty since 1957 and was Dean from 1975 until 2001. He was named the Gaylord Freeman Professor of Banking in 1979. From 1960 to 1975, he was Director of the School’s Banking Research Center, and Chairman of the Department of Finance from 1969 to 1975.

Dean Jacobs’ research interests include banking, capital markets, monetary policy, corporate finance, and international finance. His work has been published in many scholarly journals, and he is an author of Financial Institutions and served as editor of Regulating Business: The Search for an Optimum. He teaches corporate governance and issues of risk in business at the master’s level at the Kellogg School and also teaches corporate governance and financial topics for the School’s executive education programs at the James L. Allen Center.

He has been awarded honorary degrees from Tulane University (Doctor of Law), Roosevelt University (Doctor of Humane Letters), Chulalongkorn University in Bangkok, Thailand (Doctor of Business Administration), the Koblenz School of Corporate Management, Germany (Doctor of Economics), Lake Forest College (Doctor of Laws), University of Paris-Dauphine (Doctor Honoris Causa), Hong Kong University of Science and Technology (Doctor of Business Administration), Tel Aviv University, Israel, Nijenrode University, Netherlands and Flanders School of Business in Belgium. In 1980, he was named Officier of the Association Des Membres De L’Ordre Des Academiques (France). In 1999 he was appointed a knight commander of Thailand's Most Admirable Order of Direk-Gu-Na-Bhorn. In 2003 he was named an Officer of the Kroon Order by the King of Belgium.

From 1990 to 1992, Dean Jacobs was Chairman of the Advisory Committee of the Oversight Board of the Resolution Trust Corporation for the third region. He has served as director on many corporate boards. Currently, boards include ProLogis, Terex Corporation and CDW Corporation. He is also on the Board of Advisors for Greenwich Associates and Allstate Bank.

He was Senior Economist for the Banking and Currency Committee of the U.S. House of Representatives from 1963 to 1964, and from 1970 to 1971, he served as Co-Staff Director of the Presidential Commission on Financial Structure and Regulation (The Hunt Commission). From 1975 to 1979, he was Chairman of the Board of AMTRAK.

Dean Jacobs serves as a consultant to corporations, academic institutions, and government agencies. He received his BA in 1949 in Economics from Roosevelt University; his MA in 1951 and his Ph.D. in 1956, both in Economics from Columbia University.

Jacobs, Donald. 1972. The Commission of Financial Structure and Regulation: Its Organization and Recommendations. Journal of Finance. 27(2): 319-328.

The President's Commission on Financial Structure and Regulation was appointed in june 1970 to recommend legislative and regulatory changes to improve the performance of the financial system. At its early meetings the Commission defined more narrowly the areas it would cover. It was decided to concentrate on problems relating to commercial banks, savings and loan associations, mutual savings banks, credit unions, reserve life insurance companies and private pension funds. For these institutions, the Commission elected to study their functional specialization, the effects of deposit rate regulations, chartering and branching, problems of deposit insurance, reserves and taxation, the effects of regulations on social priority investments, competitive problems and the organization of their regulatory bodies. The scope of the work was determined by the Commission's view of the state of the financial system in the late 1960's and the reasons which prompted the creation of the Commission.

Jacobs, Donald. 1965. THE INTERACTION EFFECTS OF RESTRICTIONS ON BRANCHING AND OTHER BANK REGULATIONS. Journal of Finance. 20(2): 332-348.

The article looks at the impact of interaction effects between restrictions placed on branching and other regulatory restrictions. A model which expresses structural characteristics as a function of branching restrictions is used. The author assumes that differences in the operations of unit and branch banks are accounted for by this function. Structural characteristics of the banking system related to branching restrictions are discussed and measured. The impact of regulations on expected structural changes resulting from altered restrictions on branching is considered. A study conducted by Paul Horvitz and Bernard Shull which supports the article's findings is mentioned.

The article discusses the important contribution that non-financial institutions make to money markets. The article focuses on the short-term investment practices of non-financial corporations, and outlines any changes in these practices since 1939. The article explains that, because of the significant increase in money-market investment, these investments can have a real impact on the growth of various sectors. The article addresses the determinants of types of securities held by non-financial corporations and trends in corporate short-term investment practices. The author notes that corporate portfolio managers have significant cash for investment, and market growth is evident by the number of companies selling commercial paper directly and sales changes in commercial paper houses.

Through hard work, energy and leadership, charismatic CDW founder Michael Krasny built a phenomenally successful sales driven company in the early 1980s. By 1994, when CDW went public, it had grown at a compounded rate of 39 percent, increased annual profit at a 46 percent clip and had seen its shares appreciate by 4,000 percent. Krasny stepped down in 2000 with UAL’s John Edwardson succeeding him. The case involves the future of this flourishing concern. Can Edwardson continue to grow the company while maintaining its can-do culture and holding off increasingly tough competition? What does the global economy mean to CDW? What is Edwardson’s ambitious plan and can it succeed in doubling revenues to $8 billion in four years?

Full-Time / Part-Time MBA

Global Initiatives in Management (GIM) (INTL-473-0)

This course counts toward the following majors: International Business

This course offers students an opportunity to learn about non-U.S. business environments within an innovative and flexible framework that combines traditional classroom-based learning with structured in-country field research. From its inception in 1989 as one class of 34 students covering the Soviet Union, the program has grown to become a cornerstone of the Kellogg experience for many students. The school currently sponsors 13 GIM courses composed of approximately 400 students traveling to 15 countries. Evanston full-time students gain admission to GIM classes through the bidding process in the fall quarter. Classroom instruction is held during the winter quarter, followed by two weeks of field research abroad and seminar presentations of written student reports during the spring quarter. (TMP and EMP GIM classes sometimes follow different schedules.) GIM courses are organized by student leaders under the guidance of a faculty adviser. If you would like to become a GIM student leader, please contact the IBMP office for more information.

Strategic Business Profit (MGMT-911-0)

Entrepreneurship and Innovation

This course is designed for students who aspire to general management positions or intend to pursue a consulting career in the area of corporate strategy. Students learn how to think about and analyze organizations holistically, identify the natural tensions that inevitably occur among different functional perspectives, formulate corporate strategy on the basis of multi-functional input and understand better the relationship between strategy formulation and strategy implementation. Course participants will interact with senior executives and, as a consequence,

Corporate Governance (MGMT-913-A)

This course counts toward the following majors: Management & Strategy

This course explores policy issues surrounding corporate boards. In the last several decades, corporate governance practices have been strongly criticized. During the 1970s and 1980s, corporate raiders and other dissident shareholders accused boards of entrenchment when tender offers and other merger proposals were refused. In the last decade, the growing holdings of equity securities by institutional investors have pressured these investors to actively monitor and attempt to influence the organization and operation of corporate boards. Increased holdings have increased their leverage. Change has also come from an increase in litigation, challenging actions of corporate boards. All of these factors have contributed to rapid changes in the organization and operation of boards, and there is good reason to believe that changes will continue.

Executive MBA

Corporate Governance (MORSX-913-A) Corporate Governance defines the duties and responsibilities of board membership. This course describes the way corporate governance operates in today’s challenging business environment, as well as what it means to be an effective board member in such a climate.